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INTRODUCTION…………3
1. THEORETICAL FOUNDATIONS OF PERSONNEL BUSINESS CAREER MANAGEMENT IN MUNICIPAL GOVERNMENTS……………5
1.1 Features of personnel management in municipal authorities…………5
1.2 The concept and stages of a career…………9
1.3 Career controls…………14
2. ANALYSIS OF THE ACTIVITIES OF THE ADMINISTRATION OF THE CITY OF KEMEROVO………17
2.1 general characteristics Administration of the city of Kemerovo…………17
2.2. Characteristics of the organizational structure of the Administration of the city of Kemerovo…………20
2.3 Analysis of the main performance indicators of the Administration of the city of Kemerovo…………23
2.4 Analysis of the structure and dynamics of the workforce of the Administration of the city of Kemerovo…………26
3. MEASURES TO IMPROVE THE MANAGEMENT OF THE BUSINESS CAREER OF THE MUNICIPAL EMPLOYEES OF THE ADMINISTRATION OF THE CITY OF KEMEROVO……………29
3.1 Analysis of the existing career management system………………29
3.2 Suggestions for improving career management………………31
CONCLUSION…………35
REFERENCES…………37

Every organization has a staff. Therefore, no organization can do without a service that deals with work with personnel. With development social production and management, the personnel service developed and transformed. Currently, there are various approaches to the role, functions of the personnel service in the organization. They depend on the size, goals of the organization, the nature of management and understanding of the role of personnel in the activities of the organization.
In the structure of municipal government, the personnel service is an important element of the system. From staff activities municipal service depends on the planned achievement of the set goals municipality: achieving the intended end results with the optimal use of resources, creating a favorable moral and psychological climate for the team, increasing the effectiveness of incentive tools and improving working conditions. As a result, we get an increase in the efficiency of the work of municipal employees, an increase in job satisfaction.
The professionalism of the personnel determines the prospects of the municipality, the achievement of its mission and the parameters of the standard of living of the population of this municipality.
The personnel service of the local government should organize the work of the staff in such a way as to get the maximum return. This is the relevance of studying this topic of the course work.
The object of the study is the Administration of the city of Kemerovo. The subject of the study is the role and functions of the personnel service in the structure of local governments.
The purpose of the work is to study the organization of the personnel service and their functions in local governments.
Work tasks:
– to study the theoretical issues of organizing the work of the personnel service in the structure of local governments
— analyze the activities of the Administration of Kemerovo
— to study the structure and functions of the personnel service in the Administration of Kemerovo, to identify the main problems;
- suggest ways to solve the identified problems.
This course work is based on the use of publications of domestic scientists on the topic of work, materials of local governments, the Administration of the city of Kemerovo.
The structure of the work includes an introduction, three chapters of the main part, a conclusion, a list of references.
The introduction substantiates the relevance of this work. Shown: subject, object, purpose and objectives of the study.
The first chapter discusses the features of the organization of the work of the personnel service in the structure of local governments.
The second chapter presents the materials of the analysis of the activities of the Administration of the city of Kemerovo, conducted by the author.
The third chapter presents the study of the subject of research of this work based on the materials of the personnel service of the Administration of Kemerovo.
In conclusion, the main conclusions are made and the results of the work are summed up.
The list of references contains a list of sources used in the course of the course work

Activities in the direction of organizing and managing the business career of a municipal employee are part of the overall personnel management system. Business career management and promotion of employees is carried out with the help of forms, methods and means of the organization based on the formation of a training system and the movement of employees through the levels of professional skills, taking into account the interests of the employee and the needs of production. In municipal institutions, the work of managing the business career of a municipal employee is an element of the overall system of work with personnel.
The right to career advancement in the municipal service is given to municipal employees who conscientiously fulfill their duties in their position within the prescribed period. Promotion in the municipal service is carried out by replacing a higher municipal position of the municipal service on a competitive basis or in the order of appointment to the position.
Promotions, including transition to the civil service, can also be used as an incentive to stimulate the work of a municipal employee.
In this term paper the processes of managing the business career of a municipal employee in the Administration of the city of Kemerovo were studied.
The Kemerovo City Administration is the executive and administrative body of the municipality. To ensure the functioning of the Administration, its organization, an organizational structure was formed, which was approved by the City Council in accordance with the presentation of the Head of the City. An analysis of the organizational structure showed its ability to ensure effective interaction with environment and achieving the intended goals.
Based on the analysis of the personnel situation in the Administration, it was concluded that there is sufficient provision for the activities of the local government labor resources, as well as the high level of organizational support of the work of the Administration of the city of Kemerovo.
The course work also studied the aspects of managing the business career of a municipal employee in the Administration of the city of Kemerovo.
Career formation is carried out through a reserve of managerial personnel. Participation in the reserve enables specialists to take leadership positions, improve their level, and carry out career advancement. At the same time, it also requires individual work with young specialists in career development, career planning. The course work proposes career planning activities for municipal employees.

• Introduction
• Chapter 1. Business career, its stages and types
• 1.1 Career definition
• 1.2 Stages of a business career
• 1.3 Career types
• Chapter 2. Legislative framework for the professional development of state and municipal employees
• 2.1 Professional development of municipal employees
• 2.2 Professional development of civil servants
• Chapter 3
• 3.1 Planning
• 3.2 Career development
• Chapter 4. Suggestions for Business Career Management
• 4.1 Strategic development plan
• 4.2 operational plan career development
• 4.3 Career management model for municipal and state employees
• Conclusion
• Bibliographic list

Introduction Professionalism is not only the development of abilities, but also deep knowledge of one's type of activity, non-standard thinking, strong and stable motivational charge to carry out specific activities and achieve high results in it. What is a career? What do you want to become? What do you want from life? Find your niche and stay there? Or keep growing? What do you prefer - to live and build a career, or just live for your own pleasure and not build anything? One excludes the other. In any case, you need to be clearly aware of what you really want. Those who believe that you can just live and build a career on its own are deeply mistaken. If a person wants to make a career, he must do it all the time, all his life, starting from school, because a career is, first of all, self-realization. Although, on the other hand, if state and municipal employees work 10-15 hours a day, then this signals that employees are doing something wrong, you place the emphasis in your activities incorrectly, you do not know how to delegate part of the load to others. For one human success - is the personification of power, for others, the concept of success includes money. Much money. For others, success and fame go hand in hand in life. Sometimes a combination of several components is necessary for success, for example, money and fame or power and money. In light of this, the term "career" has acquired a more significant meaning, a clearer outline. Russian employees have learned that the process of career advancement is subject to study, forecasting, and management. The opportunity to "make" a career has opened up. This work is devoted to the development of a model for managing the career growth of state and municipal employees. It addresses issues related to the problems of organizing and managing a career; contains an overview of the methods of managing the career of a state and municipal employee. The relevance of the chosen topic is the need to improve the process of managing the career of state and municipal employees, and hence the new requirements that the system of state bodies, and the main executive branch puts forward to its employees and who need to comply. The object of the study is the system of motivation of personnel in state and municipal authorities. The subject of the study is the planning and management of the business career of state and municipal employees. The purpose of the work is to develop proposals for planning and managing the career growth of state and municipal employees. To achieve this goal, it is necessary to solve the following tasks: to study the literature on this topic; to analyze legislative framework professional development of state and municipal employees; prepare proposals for planning and managing a business career. Chapter 1. Business career, its stages and types 1.1 Career definition In a general sense, a career is the promotion of a person through the steps of a production, property, social, administrative or other hierarchy. Career (from the French cariera) is defined as successful promotion forward in a particular area. The nature, type and pace of a career are determined by the prevailing social relations, the objective opportunities provided by society for its implementation, the circumstances of the life of a particular individual, his personal abilities, purposefulness, marital status, state of health. Career involves mechanisms social selection most capable people in the areas of education, training and advanced training in labor, socio-political, scientific activities. Only in the last few years, the topic of career has gained wide popularity among Russian scientists and practitioners, which is caused by the reform of all the main areas of our society, the formation market economy which entailed a change in attitude towards many processes and phenomena that have so far remained out of sight due to their negative perception or low level of relevance. What was previously considered a deviation from the norm, a product of bourgeois society, capitalism, was identified with careerism, which is only an insignificant, and besides, deviant manifestation of a career, today it is elevated to the rank of an important indicator of human development in the system social structure, an essential factor and condition for improving the socio-psychological climate, increasing labor productivity in the organization of its competitiveness. Recently, a large number of researchers in various fields of activity have turned to career issues. A career is a dynamic phenomenon, that is, a constantly changing and evolving process. A career can be viewed in both a narrow and a broad sense. In a broad sense, the concept of "career" is defined as "the general sequence of stages of human development in the main areas of life (family labor leisure)". A career is not only promotion. We can talk about the career of housewives, mothers, students. Career is: 1) an individually conscious position of a person’s behavior related to his work experience and activities throughout his working life; 2) the actual sequence of steps occupied (positions, jobs, positions) in a team .In a narrow sense, a career is associated with a person's work activity, with his professional life. A career is understood as purposeful official and professional growth, "progressive promotion through the ranks, changes in skills, abilities, qualifications and remuneration associated with the employee's activities." All this is related to the organizational aspect of a career. The personal aspect involves consideration of this phenomenon from the position of a person of personality, reveals the features of the vision of a career by its leader. Related to this is the expression by the individual of a subjective assessment (self-assessment) of the nature of the course of his career process, the intermediate results of the development of his career, personal feelings that are born on this occasion. "Career is an employee's subjectively conscious own judgments about his labor future, the expected ways of self-expression and job satisfaction", it is "individually conscious position and behavior associated with work experience and activities throughout a person's working life." Finally, we can single out social aspect, ideas about a career from the point of view of society. Firstly, these are career routes worked out in the process of development of society, “beaten” ways to achieve certain heights (success) in a particular area. professional activity in some area of ​​public life. Secondly, these are well-established ideas about the nature of movement along these paths, associated with speed, swiftness, the trajectory of a career, the degree of its take-off, and the methods used. These developed general schemes for moving towards success, as well as the specifics of their implementation in life, influence society's assessment of the private careers of individuals, acting as a kind of benchmark for comparison. 1.2 Stages of a business career At different stages of a career, a person satisfies different needs: The preliminary stage includes schooling, secondary and higher education lasts up to 25 years. During this period, a person can change several different jobs in search of a type of activity that satisfies the needs and meets its capabilities. If he immediately finds this type of activity, the process of self-affirmation of his personality begins, he takes care of the security of existence. Then comes the stage of formation, which lasts about five years from 25 to 30 years. During this period, the employee masters the chosen profession, acquires the necessary skills, his qualifications are formed, self-assertion takes place and there is a need to establish independence. He continues to be concerned about the safety of existence, concern for health. Usually at this age, families are created and formed, so there is a desire to receive wages that would be higher than the subsistence level. The promotion stage usually lasts from 30 to 45 years. During this period, there is a process of growth in qualifications, the employee moves up the career ladder. A wealth of practical experience is being accumulated, skills are being acquired, the need for self-affirmation, achieving a higher status and even greater independence is growing, the employee's self-expression as a person begins. During this period, much less attention is paid to meeting the need for security, the worker's efforts are focused on issues related to increasing wages and caring for health. The conservation stage is characterized by actions to consolidate the results achieved and lasts from 45 to 60 years. There comes a peak in the improvement of qualifications and its increase as a result of vigorous activity and special training. The employee is interested in transferring his knowledge to young people. This period is characterized by creative self-expression, it is possible to rise to new service levels. A person reaches the heights of independence and self-expression. There is a well-deserved respect for oneself, for others who have reached their position through honest work, and for oneself from others. Although many of the needs of the employee during this period are satisfied, he continues to be interested in the level of remuneration, there is an increasing interest in other sources of income (for example, participation in profits, capital of his own and other organizations, purchase of shares, bonds). The completion stage lasts from 60 to 65 years. The employee begins to prepare for retirement. During this period, there is an active search for a worthy replacement and training of a candidate for a vacant position. Although this period is characterized by a career crisis (the employee receives less satisfaction from work and experiences a state of psychological and physiological discomfort), self-expression and respect for oneself and other similar people from his environment reach the highest point of the entire career period. The employee is interested in maintaining the level of wages. But it seeks to increase other sources of income that would replace wages upon retirement and would be a good addition to the pension benefit. At the last retirement stage, a career in this organization (type of activity) is completed. There is an opportunity for self-expression in other activities that were impossible during the period of work in the organization or acted as a hobby (painting, gardening, work in public organizations etc.) Respect for oneself and fellow retirees is stabilizing. But financial and health conditions can lead to constant concern about other sources of income and health. In order to manage a career, a more complete description of what happens to people at various stages of a career is required. Any person plans his future based on his needs and taking into account the prevailing socio-economic conditions. It's no surprise that he wants to have detailed information about the prospects for his career growth and opportunities for advanced training in this organization, as well as the conditions that he must fulfill for this. Otherwise, the motivation of behavior becomes weak, the person does not work at full strength, does not strive to improve his qualifications and considers the organization as a place where you can wait for some time before moving to a new, more promising job. When applying for a job, a person sets certain goals for himself, but since and the organization, hiring him, also sets certain goals, then the hired person needs to be able to realistically assess his business qualities. He must be able to correlate his business qualities with the requirements that the organization, his work puts before him. The success of his entire career depends on this. When applying for a job, a person must know the labor market. Without knowing the labor market, he may make the wrong choice of work. And then the search for a new job begins. 1.3 Career types The diversity and complexity of the career phenomenon is also reflected in the diversity of its types, the variety of approaches to its typology. For the classification of career types, many different bases, features, and criteria can be distinguished. According to the environment of consideration, a career is traditionally divided into professional and intraorganizational. A professional career is characterized by the fact that a particular employee in the course of his professional activity goes through various stages of development: training, employment, professional growth, support for individual abilities, and finally retirement. A particular employee can go through these stages sequentially in different organizations. Along with professional career an intra-organizational career should be singled out. It covers a successive change in the stages of development of an employee within the same organization. An intra-organizational career is implemented in three main directions: According to the content of the changes occurring in the process of career movement, one can distinguish such types of career as power (influence growth), qualification, status, monetary (income career) A power career is associated either with a formal increase in influence in an organization by moving up the management hierarchy, or with an increase in the informal authority of an employee in an organization. A qualifying career involves professional growth, movement through the ranks tariff scale a particular profession. A status career is an increase in the status of an employee in an organization, expressed either by assigning the next rank for length of service, or an honorary title for an outstanding contribution to the development of a company. Monetary career is an increase in the level of employee remuneration, namely: the level of remuneration, the volume and quality of the social benefits provided to him. As a basis for classification, the characteristics of the course of the career development process can be used. By the nature of the course, linear and non-linear types of careers are distinguished. At linear type development occurs evenly and continuously, while the non-linear type characterizes the movement, which is carried out by jumps or breakthroughs. As a special case of these types, stagnation (stagnation, dead end), the stage of the absence of any significant changes in a career, is distinguished. According to the degree of stability, continuity, the division of a career into stable and unstable, intermittent and continuous, respectively, is justified. If possible, a career is divided into potential (personally built labor man life path based on his plans, needs, abilities, goals) and real (what was achieved over a certain period of time) In terms of speed, the sequence of climbing the steps of the career ladder distinguishes between high-speed, normal super-adventurous, adventurous, typical, successive-crisis and other types of career .In addition, it is possible to apply career typology on the basis of belonging to a certain branch of professional activity, a certain profession. For example, the career of state and municipal employees, the career of a teacher, lawyer, etc. The career of state and municipal employees in the light of the above is the most complex view career. First, it covers all the listed types of career process, incorporates all the properties. Inherent in a career in general. It can be expressed both in the advancement of the service up the hierarchy levels, and in the improvement of its professionalism when employees move through the functional links of the organizational structure. market economy is a complex entity, to master it you need to have the most highly organized of personal qualities and abilities, to possess the most complex of practical skills, and all this has a great influence on the features of a career in this professional activity. Thirdly, being an important figure in the organization, serving with his professional growth largely determines the growth of the organization as a whole, and the characteristics of the organization are largely interdependent personality traits of the employee, which also leaves a strong imprint on the nature of the career. As guides to the life of programs to achieve the goals of the organization, responsible for the success of their implementation, state and municipal employees, in fact, personify the organization itself, being carriers of its culture and image. Fourthly, a state or municipal employee, being more or to a lesser degree (everything depends on his position in the hierarchy) being both the creator and the consumer of the career movement system. It creates social context, meaning labor activity within the organization and for subordinates and for themselves. Thus, the career of a state and municipal employee as a subject of research is a complex, complex, multifaceted phenomenon, and for the most complete, adequate study of it, it is necessary to rely on the listed principles, rules and requirements for the implementation of the study careers in general, taking into account the peculiarities of the careers of employees in particular. Chapter 2. Legislative framework for the professional development of state and municipal employees 2.1 Professional development of municipal employees One of the main laws relating to municipal employees is the Federal Law "On municipal service in Russian Federation"(dated March 2, 2007, No. 25-FZ). In this law, the subject of regulation are relations related to the entry into the municipal service of citizens of the Russian Federation, citizens of foreign states - parties to international treaties of the Russian Federation, in accordance with which foreign citizens have the right be in the municipal service, the passage and termination of the municipal service, as well as with the definition legal status municipal employees. The impetus for the creation of this regulatory legal act (see above) was preceded by the Federal Law "On general principles organization of local self-government in the Russian Federation" (No. 131-FZ of 06.10.2003), which, in accordance with the Constitution of the Russian Federation, establishes general legal, territorial, organizational and economic principles for the organization of local self-government in the Russian Federation, determines state guarantees for its implementation. In order to improve professional training, it is necessary to analyze the effectiveness of training, retraining and advanced training programs, to review the content of training courses and programs with a view to their greater focus on practical orientation. education Certification of a municipal employee replacing a municipal position of a municipal service should be carried out in order to improve the activities of local governments, improve the selection and placement of personnel, evaluate professional, business high and personal qualities of municipal employees and compliance with the occupied municipal position, stimulating the growth of qualifications and promotion, assignment of qualification categories. Certification of municipal employees holding positions in local governments is carried out at least once every 4 years attestation commission in the manner prescribed normative act local self-government body. Certification is carried out in three stages: 1) pre-certification period; It lasts about one month. At this stage, an attestation commission is formed, specific deadlines for attestation are determined, lists of municipal employees subject to attestation are compiled, a schedule for attestation is approved, and attestation sheets are prepared. , deputy chairman, secretary and members of the commission, as well as the head of the relevant local government body (or his deputy), representatives of the personnel and legal services of the local government body. Certification is carried out at a strictly appointed time in the presence of a municipal employee and the immediate head of the unit in which the person being certified works. The certification commission is presented with a certification sheet, a review of the head and a sheet for an analytical assessment of the professional qualities of a municipal employee, as well as a certification sheet with the data of the previous certification. The assessment of the performance of a municipal employee is based on his compliance qualification requirements according to the position to be occupied, determining his participation in solving the tasks assigned to the relevant unit, the complexity of the work performed, its effectiveness. As a result of certification, a municipal employee is given one of the following assessments: corresponds to the position held; does not correspond to the position held. The results of the certification are entered in the certification sheet, which is signed by the chairman, deputy chairman, secretary and members of the certification commission; 3) the post-certification period. the commission to decide: on promotion; on the assignment of a qualification rank; on changing the allowance for special conditions of service; on inclusion in the reserve for promotion to a higher position; on demotion; on referral to advanced training, retraining; on dismissal from their position. As a result, after certification or passing a qualification exam, municipal employees are assigned qualification ranks. Qualification categories, the procedure for their assignment and preservation during the transfer or admission of municipal employees to other municipal positions of the municipal service or public positions public service subjects of the Russian Federation, as well as when dismissing municipal employees from municipal service, are established by the laws of the subject of the Russian Federation in accordance with federal laws. 2.2 Professional development of civil servants The presented federal law, Federal Law "On the State Civil Service of the Russian Federation" No. 79-FZ dated July 27, 2004, became the subject of regulation of which are relations related to entering the state civil service, its passage and termination, as well as the definition legal status(status) of a public civil servant is of great importance. It is the public civil service as a type of public service, in the light of the reform of the public service, that requires each employee to rethink his place and role in the district management system, make managerial decisions provided public services citizens and organizations, indicators of the efficiency and effectiveness of the professional performance of each employee. The implementation of the law, in conjunction with the civil service reform program, requires us to organize the state administration, which should be assessed by the individual, household, business, as effective, efficient. All this collectively requires us to have a new vision and understanding of the state civil service, capable of ensuring the reform of the civil service of the district, administrative reform, reform of local self-government. The professional performance of a civil servant is carried out in accordance with the official regulations, the Job Regulations are an integral part of the administrative regulations of the state body. The job regulations include: qualification requirements for the level and nature of knowledge and skills required of a civil servant who fills the corresponding position in the civil service. And also to education, length of service in the civil service (public service of other types) or length of service (experience) in the specialty. Official duties, rights and responsibility of a civil servant for failure to perform (improper performance) of official duties are also included in the regulations. The tasks and functions of a structural unit of a state body and functional features the position of the civil service occupied in it; a list of issues on which a civil servant is entitled or obliged to independently make managerial and other decisions. A list of issues on which a civil servant has the right or obligation to participate in the preparation of draft regulatory legal acts and (or) draft management and other decisions. Terms and procedures for the preparation, consideration of draft management and other decisions, the procedure for agreeing and making these decisions; the procedure for official interaction of a civil servant in connection with the performance of his official duties with civil servants of the same state body, civil servants of other state bodies, other citizens, as well as with organizations; a list of public services provided to citizens and organizations in accordance with the administrative regulations of the state body; indicators of the effectiveness and efficiency of the professional performance of a civil servant. Provisions official regulations are taken into account when conducting: competition for replacement vacant position civil service; attestation; qualification exam; planning the professional performance of a civil servant. The results of the execution of official regulations by a civil servant are taken into account: personnel reserve; assessment of his professional performance in the course of certification, qualification examination or promotion of a civil servant. Exemplary job regulations are approved by the relevant public service management body. Certification of a civil servant is carried out in order to determine his compliance with the civil service position to be occupied. When conducting certification, the immediate supervisor of a civil servant submits a reasoned review on the performance of official duties by a civil servant during the certification period. The reasoned review is accompanied by information on the assignments performed by the civil servant during the certification period and the draft documents prepared by him, contained in the annual reports on the professional performance of the civil servant, and, if necessary, an explanatory note of a civil servant on the recall of the immediate supervisor. Certification is not subject to civil servants replacing civil service positions of the categories "heads" and "assistants (advisers)", if a fixed-term service contract is concluded with these civil servants. Certification of a civil servant held once every three years. Earlier than the period specified in paragraph 4 of this article, an extraordinary certification of a civil servant may be carried out after acceptance into in due course decisions. On the reduction of civil service positions in a state body; on changing the terms of remuneration of civil servants. By agreement of the parties to the service contract, taking into account the results annual report on the professional performance of a civil servant, an extraordinary certification of a civil servant may also be carried out. When carrying out certification, the observance by civil servants of restrictions, the absence of violations of prohibitions, the fulfillment of the requirements for official conduct and obligations established by this Federal Law. A civil servant on maternity leave or on leave to care for a child until he reaches the age of three years, passes certification no earlier than one year after leaving the vacation. To carry out the certification of civil servants, a certification commission is formed by a legal act of a state body. The certification commission includes: a representative of the employer and ( or) civil servants authorized by him (including from the civil service and personnel department, the legal (legal) department and the department in which the civil servant subject to certification replaces the position of the civil service), a representative of the relevant public service management body, as well as representatives of scientific and educational institutions, other organizations invited by the civil service management body at the request of the employer's representative as independent experts - specialists in issues related to the civil service, without specifying personal data of experts. The number of independent experts should be at least one quarter of total number members of the attestation commission. The composition of the attestation commission for attestation of civil servants replacing civil service positions, the performance of official duties for which is associated with the use of information constituting a state secret, is formed taking into account the provisions of the legislation of the Russian Federation on state secrets. The composition of the attestation commission is formed in such a way to exclude the possibility of conflicts of interest that could affect the decisions made by the certification commission. At the time of certification of a civil servant who is a member of the certification commission, his membership in this commission is suspended. from attestation, a civil servant is subject to disciplinary liability in accordance with Article 56 of this Federal Law, and the attestation is postponed. Based on the results of the attestation and a civil servant, the certification commission makes one of the following decisions: corresponds to the civil service position to be replaced; corresponds to the civil service position to be replaced and is recommended for inclusion in the established manner in the personnel reserve to fill the vacant position of the civil service in the order of job growth; corresponds to the civil service position to be replaced, provided successful completion of professional retraining or advanced training; does not correspond to the civil service position to be replaced. Within one month after the certification, a legal act of the state body is issued based on its results, stating that the civil servant: 1. To be included in the established order in the personnel reserve for filling a vacant position in the civil service in the order of promotion; 2. Sent for professional retraining or advanced training; 3. He is demoted in the position of the civil service. If a civil servant refuses to undergo professional retraining, advanced training or transfer to another position in the civil service, the representative of the employer has the right to release the civil servant from the position to be replaced and dismiss him from the civil service in accordance with this Federal Law. The civil servant has the right to appeal the results certification in accordance with this Federal Law. In order to improve the professional training of civil servants, it is necessary to conduct a qualification exam. The qualification exam is taken by civil servants who fill civil service positions of the "specialists" and "providing specialists" categories without limitation of the term of office, and in cases determined by the President of the Russian Federation, civil service positions of the "leaders" category. The qualification exam is held when deciding on the assignment class rank of the civil service to a civil servant in a civil service position to be substituted as necessary, but not more often than once a year and not less than once every three years. Earlier than the period specified in part 2 of this article, an extraordinary qualification exam may be held at the initiative of a civil servant no later than three months after the date of submission of a written application for the assignment of a class rank of the civil service. The qualification exam is conducted in the prescribed form in order to assess the knowledge, skills and abilities (professional level) of a civil servant issiya.A civil servant has the right to appeal the results of the qualification exam in accordance with this Federal Law. program state support local self-government, the creation of a system for training civil servants is a national task. In this regard, it is advisable to legislatively provide for the inclusion in the local budget of the cost of training for professional training of personnel for the civil service. Vocational training for the civil service is carried out in educational institutions of higher professional and secondary vocational education in accordance with federal law. Conclusion of a contract for training between a state body and a citizen with the obligation of subsequent civil service after graduation within a certain period is carried out on a competitive basis in the manner established respectively by the decree of the President of the Russian Federation, the decree of the Government of the Russian Federation and the legislation of the subject of the Russian Federation. As part of said agreement, as well as in agreement with the educational institution of vocational education with the state body, practice and internships for students are carried out in this state body. Coordination of training for the civil service is carried out by the relevant body for managing the civil service. learned to think correctly and reason reasonably, courses in logic and even philosophy are needed, penetration into the deep principles of law, economics, psychology, etc. Professional retraining is also useful for narrowly focused training, and in this regard, the main task is to select students when forming the nature of the activity (close or interacting), and in curriculum consideration should be given to the study of practical experience - i.e. introduction of an internship system.Additional professional education civil servant includes professional retraining, advanced training and internship. Internship is both an independent type of additional professional education of a civil servant, and part of his professional retraining or advanced training. Professional retraining, advanced training and internship of a civil servant are carried out during the entire period of his passage civil service. The grounds for sending a civil servant for professional retraining, advanced training or internship are: 1) the appointment of a civil servant to another civil service position in the order of promotion on a competitive basis; 2) the inclusion of a civil servant in the personnel reserve on a competitive basis; 3) results of attestation of a civil servant. Advanced training of a civil servant is carried out as necessary, but at least once every three years of a civil servant. Professional retraining training and advanced training of a civil servant are carried out in state-accredited educational institutions of higher professional and secondary vocational education. The internship of a civil servant is carried out directly in state bodies and other organizations. A civil servant can also receive additional professional education outside the territory of the Russian Federation. Professional retraining, promotion qualifications and internships of a civil servant are carried out with a break, with a partial break or without a break from the civil service. The type, form and duration of additional professional education are established by the representative of the employer, depending on the group and category of the civil service position filled by the civil servant, in the manner determined by the President of the Russian Federation. Civil servants undergoing professional retraining, advanced training or internship is confirmed by the relevant document state standard and is an advantageous reason for including a civil servant in the personnel reserve on a competitive basis or continuing to fill a civil service position with a civil servant. educational institution vocational education, a state body or other organization provides conditions for the development educational program additional professional education. The development of employees is not an end in itself. It makes no sense to develop staff if employees do not have the opportunity to realize their increased abilities. It must be remembered that abilities are likely to be put into practice only when there are real opportunities for this. Each program for the development of human resources of the state and municipal service, including the development of abilities and changes in activities and needs, should be focused on a measurable improvement in specific performance indicators of the organization. No change can be made unless it is clear that it will bring about an improvement, a shift that will make the activity more efficient, more focused, more satisfying for those involved. Personnel development cannot be handled at the amateur level, as has been done so far. These issues need to be approached strictly professionally. As long as managers do not realize the need for knowledge in the field of professional development of personnel, they will continue to face both economic problems and psychological difficulties, and often give rise to them, not wanting to at all. In order to move forward, it is necessary to give state and municipal leaders services of knowledge about the possibilities of increasing the value of human capital in their unit, organization, to form their skills of effective cooperation with HR managers in the field of personnel development. civil service of the constituent entities of the Russian Federation. In order to improve the efficiency of the activities of the apparatuses (central apparatuses) of federal state bodies and the apparatuses of state bodies of the constituent entities of the Russian Federation experiments and professional performance of civil servants in a separate state body or in its independent structural unit within the framework of the relevant programs for the development of the civil service, experiments can be conducted. body or in its independent structural subdivision or in its territorial body the President of the Russian Federation or the Government of the Russian Federation; 2) in a separate state body of a constituent entity of the Russian Federation or in its independent structural unit by law or other regulatory legal act of a constituent entity of the Russian Federation. Chapter 3 3.1 Planning The main task of career planning and implementation is to ensure the interaction of professional and intra-organizational careers. This interaction involves the implementation of a number of tasks, namely: achieving the relationship between the goals of the organization and the individual employee; ensuring that career planning is focused on a specific employee in order to take into account his specific needs and situations; ensuring the openness of the career management process; elimination of "career dead ends", in which there are practically no opportunities for employee development; improving the quality of the career planning process; formation of visual and perceived criteria for career growth used in specific career decisions; studying the career potential of employees; providing a reasonable assessment of the career potential of employees in order to reduce unrealistic expectations; determination of career paths, the use of which will satisfy the quantitative and qualitative need for personnel at the right time and in the right place. systematic horizontal and vertical promotion of employees in the system of positions or jobs. The employee must know not only his prospects for the short term and long term, but also what indicators he must achieve in order to count on promotion. 3.2 Career development Career development refers to the actions that an employee takes to implement his plan. Career development planning and management requires additional efforts from the employee and from the authority, including: providing the employee with opportunities for professional growth, ensuring a higher standard of living for him; clearer definition of personal professional prospects the employee; the possibility of targeted preparation for future professional activities; increasing the employee's competitiveness in the labor market. The main responsibility for planning and developing one's own career lies with the employee. The head of the authority and management acts as a mentor or sponsor of the employee. His support is necessary for successful career development, since he manages the resources, manages the process of organizing all the activities of the labor collective. The personnel management services play the role of consultants and organizers of the career development process of employees. They seek to form the interest of employees in career development. Employee self-organization plays an important role in career management.. For successful career development, not only the successful work of management bodies is important, but also the personal initiative of the employee. Knowing your interests, your abilities and capabilities is the starting point in a career. A survey conducted in the Administration of the urban-type settlement Igrim revealed the reasons that hinder the effective management of the career of state and municipal employees: 1. Lack of a targeted policy of strategic and tactical career planning.2. Lack of system information support career management, including data from internal and external marketing research: insufficient funding for advanced training of state and municipal employees; insufficient use of active training methods for state and municipal employees, especially young professionals. These factors hinder the development of state and municipal employees, slow down professional growth, and lead to their creative and intellectual "wear and tear". Priority measures to improve the system of managing the career growth of state and municipal employees include: delegation of authority in the career development of state and municipal employees; personnel service - through the implementation of internal marketing of quantitative and qualitative indicators of changes in their professional activities; - through the definition of areas for advanced training for each of them, tracking professional growth after training; - through marketing of the external environment, determination of career prospects for state and municipal employees; training executives methods and forms of development, ensuring career growth of state and municipal employees; stimulating the initiatives of state and municipal employees, providing them with opportunities for advanced training in various forms; introduction to staffing positions of a specialist in personnel development with the development of its functional duties, forms of communication with all structural divisions, without replacing their activities. Chapter 4. Suggestions for Business Career Management 4.1 Strategic development plan By strategy, we mean an important goal-setting for a period of three years or more. Accordingly, career strategy is a constructive answer to the question "Who to be?", related to rather long planning periods. Career strategy is dynamic, as it is influenced by many different factors, mainly the market, changes in conditions of which have a great impact on professional preferences and final results. career goals. The prestige of various professions passes the test of time and does not always stand up to it. The accuracy of the forecast and trends in the development of the labor market directly affects the success of a particular career strategy. In fact, over the past 20 years there has been a change in the socio-economic formation - from a planned non-market socialist to a developing near-market one - the current one. Specialists of various professions are faced with the need for major changes in the usual methods and ways of ensuring their lifestyle, and then with the need for a complete change. People who were in the most active professional age - from 25 to 45 years old, were forced, in the course of the development of an unpredictable political and market situation, to adapt their knowledge, skills, skills to new needs. Those who most quickly managed to develop new ones survived as successful professionals. professional qualities and ceased to cling to the usual norms and stereotypes of income generation. According to various estimates, of these two "lost" generations, no more than 20% of people found themselves worthily in a new professional life. Most of them, unfortunately, "did not have time" for the outgoing train of changes. An interesting phenomenon - the most successful were the so-called “triple students”, that is, those specialists whose knowledge of the subject area was so superficial that it did not burden them with long conservative torments about the need to change their profession. As a result, those who relied primarily on themselves were realized professionally . Each of those born can describe various life experiments and name several specialties, including the most exotic ones that had to be acquired in the past 20 years. Therefore, when building a career strategy, it is important to decide on the following points: how much the chosen professional specialization is in demand in the labor market this profession); to what extent the chosen profession is conjuncture stable; what other career paths of the specialty are adjacent to this profession; what job position is the limit for the development of this specialization; how much the chosen profession depends on a particular regional market (whether the chosen specialty is international or a product of some region) . If there are answers to these questions, and they allow us to conclude that the desired specialization will allow adequate self-realization, it's time to start setting goals, building their hierarchy and operational planning. 4.2 Operational career development plan It's better to have a bad plan than not to have any. Therefore, despite the large number of random factors, it is worth trying to identify the main desired goals and outline a sequence of actions to achieve them. At the planning stage, it was more correct to consider the process of building your career not as a continuous action that continues throughout your life, but as a sequence of projects, that is, actions with a certain result, limited in time and resource. This will facilitate the development of specific steps to translate career ideas into reality. As we have already noted, it is difficult at the very beginning of your professional path to decide once and for all how to choose a particular career. reduce the planning horizon, specify goals, and therefore increase the accuracy of plans and forecasts. In order to clearly plan your career in the form of a sequence of projects, it would be good to master the technology of planning and project management. We do not set ourselves the task here to teach the basics of these courses, however, we will analyze an example of career development precisely from the point of view of project management methodology. And so, first of all, when opening a project to develop your career, you should decide on a foreseeable goal for the foreseeable period. For example: working as a municipal employee, you can set yourself the goal of becoming a civil servant. These are convenient and achievable goals if at least some work already exists. However, for young professionals, the formulation of the answer to the question of what they would not like to work is often much easier than choosing the desired career. Well, this can also be a method of forming a project plan: identify specialties that are adjacent to the received professional field, but are not the desired career object in the near future. And from the rest, already choose those activities that cause the least rejection. Of course, it is always better to proceed from positive attitude when choosing a career, but a number of people divide their whole lives into two types of activities: That is, they earn "for a living" in one way, but self-realization is provided differently - through a hobby, through non-commercial activity, but sometimes through activities that generate a small income, which for familiar image life is not enough - but they do not have such a task. Determining the main goals of the project to develop their career, the timing of achieving these goals and the resources necessary for the implementation of the project is the main) invariable part of the project. The fundamental condition is the immutability of the essence of the project, until the result is achieved . Otherwise, the result will never be achieved. "Here we have chosen a direction for ourselves - and let's go!", - confidently asserted the foreman, the hero of the movie "Kin-dza-dza", who believed that he was going to Ashgabat, moving along a completely different planet in a different Galaxy. And, characteristically, he got out of a seemingly hopeless situation! After determining the essence of the project, it is necessary to proceed to the actual planning, that is, to determine the logical sequence for solving a series of tasks leading to the implementation of the project. In order to take into account all the possible tasks that will need to be solved, it is better to conduct a small brainstorming session, bringing together various participants who can “throw in” a large number of steps required for the successful flow of the project. At the same time, each proposal should be taken into account and included in the implementation program, even if it will be a task from the series "get an appointment with the president of the country and get a monopoly on the alcohol trade from him." Each of the tasks should be associated with deadlines, conditions for implementation and the resources necessary for implementation. As a result, a general plan is born, a draft of actions on the way to the goal. After a detailed draft plan with all tasks and activities has been drawn up, the optimization process should begin. And this means a critical passage through the entire plan again and the removal from it of those tasks, the solution of which is not mandatory or impossible with the available resources or the available time limit. It is at this stage, at this stage, that tasks like a visit to the president of the country will be crossed out if there is not enough administrative resource to carry them out. Immediately, at the planning stage, such tasks should not be discarded, despite their seeming absurdity, because it is very difficult to separate the implemented tasks from unrealizable at the time of the plan. An attempt to initially limit oneself to only well-known and understandable tasks can lead to a primitive algorithm of actions that pre-limits the project to only standard tasks and conditions, and, consequently, depriving it of competitiveness. The whole project can then be reduced to the task of "study well and work well", which is unlikely to move the planner up the desired career ladder, because it will not single out the same applicants from a large number. In the course of optimization, tasks are checked for logical coherence, their dependence on each other, for the need and sufficiency of the available resources to complete the project tasks, determining the time frame for solving each task, building the order and sequence of specific steps. The employee must reflect in the career plan, professional goals, life stages, introspection, self-improvement, as well as personal qualities and actions with which he wants to achieve a prestigious and highly paid position in society. And the main thing in any planning is to remember that a necessary and sufficient condition is, first of all, an active life position"careerist" and the desire for development. 4.3 Career management model for municipal and state employees The career management process is two-way. Its basis is left by the relationship between the subject and the object of management. The object is a career as an increase in the value of human capital, in our case, a state and municipal employee. The subject of management can be either himself or his leader. In a situation where the subject is the employee himself, we should talk about managing a personal career, if the leader, then we are talking about managing a business career. Career management involves establishing the correspondence between the individual career plans of employees and the development objectives of the region. Career planning for a municipal and civil servant involves identifying their individual capabilities, inclinations, satisfaction of development needs, which in itself does not guarantee career advancement, but contributes to professional growth, increases their significance and self-esteem. Career management methods are used in managing the career of state and municipal employees: administrative, economic, sociological , managerial, psychological (Table 1). Table 1

	Ways to manage career growth	Methods of influence
	Administrative	Laws, decrees, resolutions, state standards, regulations approved by state bodies. Instructions. Org charts, in progress operational management. Selection, assessment, placement and training of municipal and state employees.
	Economic	Financial incentive. Motivation of labor activity. Salary. economic sanctions. promotion.
	Social	Use of the social management mechanism (relationships in the team, social needs). The use of informal factors, the interests of the individual, the team.
	Psychological	Orientation to a specific person, strict personification. Appeal to the inner world of state and municipal employees, their experience, intelligence. Disclosure of the internal potential of state and municipal employees. Planning on a diagnostic basis of the goals of individual development. Identification of criteria for the effectiveness of the activities of state and municipal employees.
	managerial	Evaluation of the communicative culture of state and municipal employees. Assessment of their competence. Identification of problems at work. Organization of schools of excellence, young state and municipal employees. Studying the professional opportunities of state and municipal employees

The effectiveness of managing the career growth of state and municipal employees is measured by the degree of achievement of the set goals with predetermined costs for the career advancement of state and municipal employees, whose income, other than equal conditions increase with an increase in investment in their creative and intellectual potential, ensuring an increase in the quality of work.

I present to your attention a model for managing the career growth of state and municipal employees (Fig. 4.1).

The managerial competence of the leader is a fundamental element of the model. It lies in the principles and methods of influencing the motivation of employees by management.

Individual needs for self-development and self-realization is one of the main principles of business career management, since the mismatch of personal needs with a business career management plan does not contribute to professional growth and the achievement of management goals.

The needs and interests of the public authorities: attracting candidates for vacant positions, helping employees achieve the required standards, facilitating their entry into public authorities, identifying differences between candidates and selecting candidates that best meet the requirements of the position.

Building career plans: determining the quantitative and qualitative needs for personnel, career planning (career promotion).

A large number of employees associate their activities with the desire to realize themselves in the management sphere (37%) and take a worthy place in society (24%). In state and municipal authorities for many employees such values ​​as respect for people (92.4%), creative nature of work and self-realization of abilities (87.3%), reputation (64.4%) are of priority importance.

It is these interests of modern officials that the existing system of motivation is oriented to. Society is subject to constant changes, movement of landmarks, change of ideals, etc. Modern man himself is changing. And along with it, motivational technologies should also change.

Fig. 4.1 Career growth model for state and municipal employees

Conclusion Human resource management is one of the most important activities of the organization and is considered the main criterion for success, even ahead of the improvement of the technical process in importance). You can have excellent technology, but the work of unskilled employees will be ruined. Thus, the key component is the management of a business career, the technology of managing employees. Planning and monitoring a human career lies in the fact that from the moment the employee is accepted into the organization and until the expected dismissal from work, it is necessary to organize a systematic horizontal and vertical promotion of the employee through the system of positions or jobs . The employee must know not only his prospects for the short and long term, but also what indicators he must achieve in order to count on promotion. Business career management allows you to achieve employee dedication to the interests of the organization, increase productivity, reduce staff turnover and more complete disclosure of human abilities. Any employee plans his future, based on his needs and socio-economic conditions. There is nothing surprising in the fact that he wants to know the prospects for career growth and opportunities for advanced training in this organization, as well as the conditions that he must fulfill for this. Otherwise, the motivation of the command becomes weak, the person does not work at full strength, does not seek to improve his qualifications and considers the organization as a place where you can wait for some time before moving on to a new, more promising job. The current stage of the scientific and technological revolution, as already mentioned , led to a qualitative change in the role of man in management, turning him into a decisive factor in the latter. Today's worker must have strategic thinking, enterprise, wide erudition, high culture. This put on the agenda the demand for continuous development of a business career, i.e. carrying out activities that contribute to the full disclosure of the personal potential of state and municipal employees and the growth of their ability to contribute to the activities of the organization. As a result, we can state that the "human factor" plays a decisive role in managing a business career. Technologies of the personnel management process are of decisive importance for the results of the work as a whole. Bibliographic list

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Issues to Consider

1. The essence and content of career management of civil and municipal employees in the system of state and municipal authorities.

2. Modern practices of career management in the assessment of civil and municipal employees in the Russian Federation.

3. What an official who wants to reach his level of incompetence should know.

1. The essence and content of career management of civil and municipal employees in the system of state and municipal authorities.

1.1.Principles of job growth of state civil and municipal employees

The essence of the passage of state or municipal service is the promotion and professional career of a state (municipal) employee.

Under promotion refers to the appointment to a position of civil or municipal service of the next level of the hierarchy.

Professional Development- deepening of knowledge, skills, skills (specialization), as well as expanding the tools and areas of performance (transprofessionalization).

The career growth of civil and municipal employees is built on the basis of the following general principles.

Continuity principle assumes that none of the achieved career goals can be final or serve as a reason to stop. Career advancement may be slowed down or interrupted due to sudden difficulties, including those of a crisis nature. In this case, it is necessary to create a resource reserve in advance (additional knowledge, expanding sources of information, strengthening social ties, strengthening psychological stability, health).

The principle of meaningfulness means that any career action must be expedient, carried out in accordance with individual and general goals. Knowledge of the general goals and features of the movement ensures the optimal choice of the route and tactics of its passage. Problems encountered on the career path are more effectively resolved if their sources, components and connections are disclosed, a plan for systemic impact on them and options for overcoming the deadlock are defined.

Principle of proportionality stipulates that in any progress there are leaders and laggards. A successful career is promotion in the group of leaders.

The principle of visibility is consonant with the principle of proportionality and speaks of the importance of being noticed, marked by the environment as early as possible, which provides a wide "career field".

principle of maneuverability. Rectilinear movement is possible only on a "polygon" or "clean track" free from other movements. There are no such conditions in a career. Attempts to move on high speed only "straight" is always fraught with destructive collisions.

Economy principle based on the fact that the career path is long, for many it is almost the whole life, therefore it is important to skillfully distribute forces along this path (a certain saving is needed), correlate your career aspirations with real opportunities, use the change in states of tension and relaxation.

It should be noted that promotion in the state or municipal service is a complex and controversial social and legal process. Not every civil or municipal employee with talents and motivation can easily move up the hierarchical ladder of the state and municipal service.

1.2. Career planning for a civil and municipal employee

1.2.1. Distribution of career planning functions in a state (municipal) authority

Career planning for a civil and municipal employee implies that a career is considered as the result of a conscious position and activity of a person in the field of official activity, associated with official or professional growth. Career planning is the process of comparing the potential capabilities, abilities and goals of an employee with the requirements of the organization and its development plans, which is expressed in the preparation of a program for professional and career growth.

The distribution of career planning functions in a state or municipal authority is as follows.

Myself civil or municipal employee is responsible for the primary choice of a profession, the choice of a government body and position in it, orientation in this body, setting goals for their growth and their implementation.

Personnel service the state (municipal) body carries out an assessment when hiring, the placement of civil (municipal) employees, the assessment of the work and potential of a civil (municipal) employee. It conducts periodic certification, forms a personnel reserve, develops and implements programs for the growth of civil and municipal employees. Its functions include substantiation of proposals for the promotion of an employee to the next position in a state or municipal body.

Immediate supervisor of a civil (municipal) employee assesses the motivation of a civil (municipal) employee, the results of his work and potential career opportunities for his immediate subordinate, organizes the professional development of a civil (municipal) employee.

1.3. The main stages of managing the career of an employee of a state or municipal authority

1.3.1. The goals of the personnel service for managing an employee's career

Career management involves the implementation of career planning activities for a civil or municipal employee.

Career management in the civil or municipal service is a set of organizational, administrative, socio-psychological, economic and moral means and methods of influencing the professional development and career growth of a civil or municipal employee according to an individual program (career profile) in accordance with the requirements of the state (municipal) ) body and plans for its development.

On the part of the personnel services of state and municipal authorities, the following are considered as career management goals:

rational use of the employee's professional abilities in the interests of achieving the goals of the state (municipal) service;

timely meeting the needs of the state (municipal) body in personnel in the required quantity, in the right place, with the required level of qualification, life and professional experience;

Creation of effective incentives for labor productivity of the personnel;

Ensuring a relatively stable composition of staff capable of accumulating professional experience and corporate culture state (municipal) service.

Career management can be viewed from the side of the person himself, but in this case we are already talking about the realization of his life goals and plans, about the coincidence of his expectations and the expectations of the state body. Therefore, career management is designed to instill such expectations in the civil servant.

For implementation effective management career in the civil service, it is necessary to create an appropriate legal framework for the system and mechanisms for managing careers in the civil and municipal service. An equally important factor is the coincidence of interests and expectations of a civil and municipal employee and the interests and expectations of state and municipal authorities. It is fundamentally important that at all levels of state and municipal government the recognition of professional experience and abilities of civil and municipal employees be the most important value. An equally important aspect in the process of career management is the adequacy of the professional potential of the individual to the conditions of its implementation in government and administration. Let's pay attention to such a factor as the availability of reasonable career space. If in the system of state civil service bodies one can note the relative stability of the organizational and official structure of state authorities, then at the municipal level, career space is very limited.

1.3.2. The main stages of career management in the civil (municipal) service

The main stages of career management in the civil (municipal) service are considered to be:

1. Planning of an individual professional level and job transfer of a civil (municipal) employee.

2. Organization of the acquisition by civil (municipal) employees of the required level of professional training, professional experience both within the state or municipal body and outside it, using vocational training, internships.

3. Regular involvement of a civil or municipal employee in solving problems of appointment to the proposed positions of the civil (municipal) service, the time of appointment to the position and the implementation of the individual professional development plan.

4. Coordination of the efforts of a civil (municipal) employee and the capabilities of a state or municipal authority and management to implement an individual professional development plan and a plan staffing.

5. Analysis and evaluation of activities, results and methods of activity, personal and professional qualities of a civil (municipal) employee, his professional experience.

6. Control of the activities of a civil (municipal) employee, his professional and official growth, rational use his professional experience in the structural divisions of the state (municipal) body.

Building a career in the civil and municipal service is an ongoing process. It can be conditionally divided into three main steps: admission to the civil or municipal service, stay in it and its termination.

The main components that directly affect career progression in civil or municipal service positions can be considered a competitive procedure for filling civil (municipal) service positions, certification, training, a qualification exam, a system for training and advanced training of civil and municipal employees, and rotation of civil and municipal service personnel. .

Thus, in the existing civil service system, professional development is closely related to career advancement, service quality assessment, the level of pay, the assignment of class ranks, the use of incentive measures, etc.

The civil service itself is considered creative work, so a civil servant; who has chosen it as his profession, must continuously improve his theoretical level throughout his career, regardless of the public position he holds. It is for these reasons that training, retraining and advanced training are organically “built in” in civil service system.

1.4. Rotation of civil and municipal employees

under rotation means the transfer (without consent) or transfer (with the consent of the employee) of state and municipal employees replacing the positions of the state or municipal service approved by the relevant regulatory legal act. This movement is provided for by the service contract and is carried out in accordance with the established procedure for a certain period. Movement is carried out within one locality or to another locality on a planned basis. In certain established cases, it may occur on an unscheduled basis to another equivalent (or in some cases higher) service position. This takes into account the level of qualifications, professional education and length of service or work (service) in the specialty in the same state or municipal body or in other authorities.

This process must be carried out in accordance with labor legislation and legislation on state and municipal service.

Principles of rotation of civil and municipal employees- the basic requirements for the transfer or movement of civil servants from one civil service position to another, as a rule, equivalent positions.

The principle of mandatory rotation in the relevant positions. Rotation in the authorities in without fail should be carried out for those civil service positions for which a rotational need is determined.

The principle of planned rotation in state and municipal bodies. Carrying out rotation on the basis of plans or relevant procedures approved by the representative of the employer is mandatory and necessary condition ensuring the systematic use of rotational mechanisms in the civil service.

The planned nature of the rotation involves the implementation of personnel transfers and reshuffles in a certain proportional sequence within the approved register of rotational positions in the civil service.

The principle of urgency of the rotation. It is supposed to establish a certain period for the movement of a civil servant from one position of the civil service to another. Appointment to a position in rotation must be accompanied by the conclusion of a fixed-term service contract from one to five years with the obligatory consent of a civil servant.

The principle of providing guarantees to a state or municipal employee when he is appointed to a position in a public authority in the order of rotation:

Provision of housing at a new place of service or reimbursement of expenses for renting housing;

Reimbursement of expenses associated with the relocation of a civil (municipal) employee and members of his family to the place of service in another state body, at the expense of the state body to which the civil servant is sent in rotation;

Reimbursement of expenses associated with the relocation of a civil (municipal) employee and members of his family after the end of a fixed-term service contract to fill a civil service position in the order of rotation and dismissal from the civil service to another locality at the expense of the state body in which the civil servant replaced the last civil service position services;

Medical support at the new place of public service.

A civil servant may refuse to fill a civil service position in rotation.

The principle of advancement in the civil service, taking into account the level of qualification and conscientious performance official duties. Rotation should be considered as a certain mechanism for the "movement" of civil servants in civil service positions subject to a number of conditions. The relocation is administratively dictated, is systematic, and the civil servants subject to rotation meet professional criteria. These include compliance with the qualification requirements for a rotational position (length of service, work experience, education, level of professionalism), have good characteristics for a previously occupied position in terms of conscientious performance of official (functional) duties.

The problem of professionalism of personnel is one of the most acute in municipal government. The incompetence of managers, their professional unsuitability leads to large socio-economic losses, an increase in social tension and alienation of the population from local authorities. In this situation, the problems of selection, evaluation and certification, training, retraining and advanced training of personnel, management of their careers become one of the central issues in the personnel policy of the administration of the municipality.

Like other levels of management, recruitment must be planned. Moreover, the prospect of recruitment and its continuity most require a long-term approach. In our time, when selecting and evaluating personnel, they are often guided by personal impressions without a real assessment of the professional level and competence of candidates. We are talking about cases of nepotism and protectionism. Obviously, such a strategy can hardly be considered effective. Subjectivism in the evaluation and selection of personnel, promotion of promotion through the "service ladder" requires increased responsibility of personnel officers. In this situation, it becomes necessary to study the professional important qualities and activities of candidates through competitions and interviews using psychological methods and evaluation procedures.

It is necessary to improve the procedure for nominating a citizen to a position of municipal service: information about vacancies, candidates should become more accessible, the procedures for discussion, appointment and induction should become more transparent. If we take each of these moments separately, they seem not very significant. But taken together, they allow raising to a new level all the work of recruiting and managing their careers.

To improve the efficiency of the functioning of local governments, the professional readiness of employees, the correspondence of their knowledge and skills to the requirements of the management activity itself, and the interest of municipal employees in moving “up the career ladder” are of great importance. The leading characteristics of an employee's professionalism largely depend on the presence and development of professionally important qualities in them. The structure of the professional potential of municipal employees as a whole repeats the practice that has developed over previous years. It is characterized by a traditionally low level of specialists with higher education in the group of managerial specialties. Every third employee has a natural-technical vocational education as a basic one. Such a distribution of municipal employees according to the type of basic education does not meet the requirements of the professional and qualification structure of the composition of employees of local governments. This circumstance, of course, has a negative impact on the efficiency of management of the municipality. At the same time, it is obvious that success in mastering market methods of management and life can be achieved on the basis of possession and application of modern knowledge of municipal management, economics, sociology, law, psychology and other sciences.

To be a management professional, it is necessary to form and develop the appropriate abilities, differentiatedly “acquire” a large stock of knowledge, skills, and abilities in a particular field of activity. They are necessary not only for the successful performance of official duties, but also in order to learn how to purposefully and creatively use professional experience.

The growth of professionalism of municipal employees, as a condition for successful activity, largely depends on their inclusion in the system of training, retraining and advanced training. Analysis of practice and research results show that the mechanism of professionalization of municipal employees through the system of higher education is only being formed. However, the lack or insufficiency of financial resources in local budgets for the training and retraining of municipal employees significantly hinders the development of the staffing system for municipal authorities.

But for persons first admitted to the municipal service, advanced training should become mandatory. Among persons working in municipal positions for less than a year, the vast majority are persons holding junior and senior positions, so the main emphasis in the learning process should be on gaining knowledge and skills in managerial and administrative activities, mastering the knowledge of the articles and provisions of the Constitution of the Russian Federation, and also in the study of other necessary regulatory legal acts. Indeed, in a market economy, in connection with the new requirements for managerial personnel, the importance of advanced training increases significantly. The scale of professional retraining and advanced training clearly does not correspond to changes in the personnel apparatus. To quickly replace the staff with new managers is an absolutely unrealistic task. But a "new" manager with "fast" and innovative thinking, with a set of modern knowledge that allows you to quickly resolve any complex management problems, is needed today. To independently master the whole complex of necessary sciences for an employee of power structures is an almost impossible task. Consequently, the only possible way out is the organization of a regular, in the most various types and forms, retraining and advanced training of municipal employees already working in the authorities.

A municipal employee, as a subject of activity, belongs to professions such as "man-man", "man-society". The features of his performing and organizational work are manifested in communication, body language and gestures (expressive movements, appearance); cognitive activity and other elements of consciousness and behavior.

It is necessary to pay special attention to the level of professional training of municipal employees, the organization of their studies, retraining and advanced training. For the purpose of greater individualization of training, the formation of groups for the improvement of the qualifications of municipal employees and the preparation of plans should be carried out taking into account their belonging to certain level municipal government, job category, areas of activity, length of service practical work, the nature of previous activities and basic education.

The understanding in the administration of Komsomolsk-on-Amur of the problem of professional training and retraining of municipal employees is evidenced by the fact that since 2006 a long-term plan for advanced training and retraining of municipal employees of the administration of Komsomolsk-on-Amur has been drawn up. Starting from 2006, the budget of the municipality provides financial resources for the training of municipal employees.

Previously, financial resources for the training of municipal employees of the administration of the city of Komsomolsk-on-Amur were not planned.

In Komsomolsk-on-Amur in 2003 on the basis of the Komsomolsk-on-Amur State technical university(KnAGTU) the specialty "State and municipal management" was opened.

An important criterion for evaluating the professionalism of a modern official is his social intelligence. It manifests itself in the ability to listen to another person, to understand his inner world. The main advantage of representatives of this type of profession, of course, is not visual acuity and hearing, but the social orientation of the mind and actions in relation to a person, observation in the manifestation of feelings, behavior and actions, the ability to model his inner world, and not ascribe to him his own or stamped look .

To the set managerial qualities there is also such a criterion as the responsibility of an employee for the results of his activities. It assumes that a person has the ability to control his activities while complying with the norms and rules of activity. Internal factors responsibility are social and psychological mechanisms of self-regulation (sense of duty, discipline, obligation, punctuality, etc.). Responsibility in the activities of a municipal employee acts as an integral part of the delegation of authority. It means that the employee, at least in his understanding, gives himself to the fulfillment of the tasks assigned to him. Responsibility understood in this way can contribute to the satisfaction of the higher human needs of the employee for self-expression and self-respect. In this sense, responsibility is a voluntary commitment. It cannot be organized, formalized or prescribed. All this must also be taken into account when selecting specialists for the municipal service.

For further improvement personnel work in the city administration, it is desirable to introduce the position of a psychologist-sociologist in order to improve the quality of personnel selection, to quickly adapt a new employee in a team, to study the moral and psychological climate in a team, to resolve and mitigate intra-collective conflicts.

More attention needs to be paid when compiling the reserve. The reserve is designed to identify the most deserving. At the same time, it is necessary to clearly regulate the total period of stay in the reserve so that there are no “eternal reservists”. A clearly defined period of stay in the reserve will help the employee to plan his future.

The disadvantage of the staff of the municipal service is the predominant number of women. The trend towards a reduction in the number of male managers in government bodies and, accordingly, their "non-influx" into power structures is, in our opinion, the result of a number of reasons. First, in recent years, the prestige of managerial work in local governments has noticeably decreased. And this factor, as you know, has always been dominant in choosing a profession, especially for men. Secondly, the low level of material remuneration is a serious obstacle to the recruitment of administrations. And, thirdly, the lack of confidence in the possibility of building a career in such management structure like administration.

In a rapidly changing market environment, managers and personnel services it is not permissible to passively follow the processes taking place both in the municipality and in the administrative apparatus. To work ahead of the curve means to actively influence the situation in the local government through assessment, selection, competitive replacement of personnel, their training and retraining, specialization, development of local regulatory legal acts and other means of proactive management.

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INTRODUCTION

1. Theoretical aspects of the municipal employee

1.1 The concepts of municipal service and municipal employee

1.3 Legal basis for municipal employees

2. Analysis of the activities of the Administration of the municipality of the Northern district of the Orenburg region

2.1 Characteristics of the activities of the Administration of the Municipal Formation Northern District

2.2 Characterization personnel policy Administration of the northern region

2.3 Assessing career opportunities in the Administration of the Northern District

3. Improving the career growth of a municipal employee

3.1 Overcoming the problems of the personnel policy of the Northern District Administration

3.2 Professional training and retraining as a way to improve the career growth of a municipal employee

CONCLUSION

LIST OF USED LITERATURE

INTRODUCTION

The relevance of the topic of the course project is due to the fact that at the moment the career growth of a municipal employee in Russia has not been finalized, which leads to a number of problems in the municipal service. Modern society has radically changed the attitude to a professional career and began to consider it as a creative development of the individual, aimed at official and professional growth, based on potential opportunities, continuous education and motivational processes. The desire of a person to manage his career is explained by the great importance that a career has for his life. A successful career provides material well-being, meeting the needs for self-realization, respect and self-respect, success and power. The organization is also interested in the professional development of its staff. “If for a person a career is development and advancement in the organizational space, then from the position of the organization it is, first of all, a matter of the integrity of this space, which is especially important for the professional and official component, that is, the organizational structure.” The formation of a professional career affects such important issues as staff satisfaction with work in the organization and related productivity; continuity of professional experience and corporate culture.

The object of the study is the personnel composition of the administration of the Northern municipal district Orenburg region.

The subject of the study is the analysis of personnel policy in the administration.

The purpose of the course project is, using the example of the personnel of the municipal district, to identify the problems of career growth of a municipal employee, identify the causes and make proposals for eliminating shortcomings.

Project objectives:

Explore theoretical aspects this issue;

Conduct an analysis of the personnel policy of the administration;

Propose measures to improve the career development of a municipal employee.

1. THEORETICAL ASPECTS OF THE MUNICIPAL EMPLOYEE

1.1 Concepts of municipal service and municipal employee

Municipal service is understood as professional activity on a permanent basis in local governments in the exercise of their powers.

Prior to the adoption of the Constitution of the Russian Federation in 1993, the concept of municipal service did not exist at all, and employees of local bodies were considered civil servants. With the separation of local governments from the system of state authorities, issues of municipal service required legal regulation.

The federal law "On the Fundamentals of Municipal Service in the Russian Federation", adopted in 1998, divided municipal positions into 3 categories:

- "A" - elected municipal positions, i.е. positions filled as a result of municipal elections and occupied by deputies of representative bodies, heads and other elected officials of local self-government;

- "B" - replaced under an employment contract (hiring) for the direct support of the activities of persons holding positions of category "A". This category includes deputies, assistants, referents and other employees. An employment contract with such an employee is concluded, as a rule, for the term of office of the official of category "A", whose work is provided by this employee;

- "B" - other municipal employees working under an employment contract.

The municipal service is only service in the positions of categories "B" and "C", which are not elective and are replaced under an employment contract.

Thus, the head of local self-government or a deputy of a representative body holds municipal positions, but is not in the municipal service and is not a municipal employee. Auxiliary and technical personnel (drivers, secretaries, building maintenance personnel, etc.) do not apply to municipal employees, since these employees do not exercise the powers of local government.

Differences between elected officials of local self-government and municipal employees are presented in table 1.1

Table 1.1

Differences between elected local government officials and municipal employees

1.Distinguishing features	2. Elected officials	3. Municipal employees
recruitment methods	Chosen by citizens	Are hired for a certain position, sometimes by competition
	Determine public goals, development strategy (approve municipal programs, plans and local budget)	Choose ways and means to achieve goals, perform programs, plans and local budget
Selection criteria for employees	Voter support	Qualification, experience, professionalism
Opportunity to represent political parties and other public associations	Can represent various political parties and other public associations	Not entitled to use his official position in the interests of political parties and other public associations
Working time	They are elected for a term of office established by law or the charter of the municipality.	Hired indefinitely or for the term of office of the elected official they provide

Municipal service, as well as work in elected municipal positions, is financed from local budgets. Appropriate conditions and wages must be provided for municipal employees. Thus, according to the European Charter of Local Self-Government (clause 2, article 6): “The working conditions of employees of local governments must be such that it is possible to ensure the selection of highly qualified personnel based on the principles of taking into account experience and competence; for this, it is necessary to provide appropriate conditions for professional training, pay and promotion.

To determine the level of professional training and compliance of a municipal employee with the position held, periodic certification of municipal employees should be carried out (every 2 to 3 years). During the course of service, a municipal employee has the right to periodic increase qualifications, retraining (retraining) at the expense of local budget

The municipal employee must:

Ensure compliance with the law, protection of the rights and legitimate interests of citizens;

Timely consider the appeals of citizens, public associations, enterprises, institutions and organizations, state bodies and local governments, resolving them in the manner prescribed by law;

Provide every citizen with the opportunity to familiarize himself with documents and materials that directly affect his rights and freedoms;

Execute orders, instructions and instructions (with the exception of illegal ones) of managers given within their official powers;

Comply with internal rules work schedule, job descriptions, the procedure for working with official information, maintain the level of their qualifications;

Not to disclose information constituting a secret protected by law and other regulatory legal acts, as well as information that became known to him in connection with the performance of official duties, affecting privacy, honor and dignity of citizens, including after the termination of municipal service.

The federal law establishes the procedure according to which a municipal employee, as well as a citizen, upon entering the municipal service, are obliged to submit to the state tax authorities information on the income they receive and on property owned by him by right of ownership, which are objects of taxation.

The activities of a municipal employee require certain restrictions that prevent the use of official position for personal gain or to the detriment of the population. In particular, according to the Federal Law, a municipal employee is not entitled to:

Engage in other paid activities, except for pedagogical, scientific and other creative activities;

Be a deputy of all levels or an elected official of local self-government;

Study entrepreneurial activity personally or through proxies;

Be a member of the governing body commercial organization, if he is not instructed by position to participate in the management of this organization;

Be an attorney or representative for third parties in the local government, where he is in the municipal service;

Use for non-official purposes official information, as well as means of material, technical, financial and information support, other municipal property;

Receive royalties for publications and speaking as a public servant;

Receive remuneration from individuals and legal entities (gifts, cash rewards, loans, services, payment for entertainment, recreation, transportation costs and other remuneration) for actions related to the performance of their official duties;

Go on business trips at the expense of individuals and legal entities, with the exception of business trips carried out by agreement with other local governments, as well as with state authorities and local governments of foreign states, international and foreign non-profit organizations;

Take part in strikes;

Use his official position in the interests of political parties, religious and other public associations.

Municipal employees do not have the right to form structures of political parties, religious and other public associations in local governments, with the exception of trade unions.

A municipal employee is obliged in accordance with the established procedure to transfer to trust management under the guarantee of the municipality for the duration of the municipal service the shares (blocks of shares) in his ownership in the authorized capital of commercial organizations.

The municipal employee has the right to:

Familiarization with the documents defining his rights and obligations in his position in the municipal service, the criteria for assessing the quality of work and the conditions for promotion, as well as the working conditions necessary for the performance of his official duties;

Obtaining, in the prescribed manner, information and materials necessary for the performance of their official duties;

Visiting enterprises, institutions and organizations in the prescribed manner for the performance of their official duties, regardless of their form of ownership;

Making decisions and participating in their preparation in accordance with his official duties;

Filling vacant positions in the municipal or public service, taking into account his qualification category;

Increasing the salary, taking into account the results and length of service, as well as the level of qualification;

Familiarization with all the materials of your personal file, reviews of your activities and other documents before entering them into a personal file, attaching explanations to a personal file;

Carrying out, at his request, an internal investigation to refute information discrediting his honor and dignity;

Joining trade unions;

Making proposals for improving the municipal service;

Appeal to the relevant local authorities or to the court to resolve disputes related to the municipal service.

The specifics of the work of a municipal employee requires the establishment of clear social guarantees. The federal law determines that a municipal employee must be guaranteed:

Working conditions that ensure the performance of their duties;

Monetary allowance and other payments provided for by law;

Annual paid vacation;

Medical care for him and his family members, including after retirement;

Pension provision for length of service and pension provision for members of the family of a municipal employee in the event of his death that occurred in connection with the performance of his official duties;

Compulsory state insurance in case of harm to health and property in connection with the performance of his official duties, in case of illness or disability during the period of his municipal service or after its termination, but occurred in connection with the performance of his official duties;

Protecting him and his family members in the manner prescribed by law, from violence, threats, and other illegal actions in connection with the performance of his official duties.

A municipal employee, depending on the conditions for his performance of the municipal service, is provided, in cases and in the manner established by the charter of the municipality in accordance with the laws of the constituent entities of the Russian Federation, with living space, official transport or financial compensation transport costs.

The financial allowance of a municipal employee consists of official salary, monthly allowances per qualifying category, special conditions of municipal service, length of service, as well as bonuses based on performance and other types of allowances and payments provided for by the regulatory legal acts of the municipality, the laws of the constituent entity of the Russian Federation and federal laws. The minimum official salary of a municipal employee cannot be lower than the minimum official salary of a state civil servant of the corresponding subject of the Russian Federation. The maximum official salary of a municipal employee may not exceed the maximum official salary of a civil servant of the same subject of the Russian Federation.

A municipal employee is established with an annual paid leave of at least 30 calendar days and additional paid leave for long service, may be granted additional holidays in cases and in the manner prescribed by the legislation of the constituent entity of the Russian Federation and municipal legal acts.

1.2 Career growth of a municipal employee

The career of a municipal employee is a way of rational use of the personnel of municipal bodies and the potential of a particular municipal employee, meeting his needs as the level of qualifications, experience, development of abilities, changes in the system of motives and needs.

A citizen at least 18 years of age who has the appropriate education and meets the qualification requirements of the position may be admitted to the municipal service. Recruitment to the municipal service can be carried out: on the terms of appointment, agreement or contract (fixed-term or unlimited), for the term of office of an elected person whose work will be provided by a municipal employee, or on other conditions.

The filling of a vacant position in the municipal service, as a rule, should be carried out by competition, in the manner prescribed by the regulatory legal act of the municipality. For a citizen who is first accepted to the position of a municipal service, or when transferred to a higher position, probation up to 3 months. In the event of an unsatisfactory result, a municipal employee may be transferred, with his consent, to the previous or other position of the municipal service, and if the transfer is impossible or refused, he may be dismissed.

A municipal employee, with his consent, may be entrusted with the execution additional responsibilities in another position of the municipal service with payment by agreement. Promotion of a municipal employee in a position can be made from the reserve of personnel or by competition.

To determine the level of professional training and compliance of a municipal employee with the position held, periodic certification of municipal employees should be carried out (every 2 to 4 years). In the course of service, a municipal employee has the right to periodic advanced training, retraining (retraining) at the expense of the local budget. In connection with the reform of local self-government, attention is being paid to the problems of training and retraining of municipal employees. Training programs have been developed for various forms of retraining and categories of employees (with full and partial separation from work, on the job, etc.).

Incentives and penalties for work in the municipal service, dismissals for violations are carried out in accordance with the legislation of the Russian Federation on labor.

The termination of the municipal service is carried out at the personal request of the employee in connection with the expiration date of the contract, retirement or for other reasons. The dismissal of a municipal employee at the initiative of the head of the municipal body is possible only on the grounds provided for by law.

1.3 Legal basis for municipal employees

Municipal law includes rules that establish legal framework municipal service, which is not a state. Common to the state and municipal service is the term "public service".

Public service is service in a public authority. From this point of view, we can say that the norms of municipal law are the source of public service, that is, public service. Since local self-government bodies are not recognized as state bodies, employees in these institutions cannot be called civil servants.

This means that an important distinguishing feature possessed by the municipal service is that it is an activity for the execution of the powers of local governments, that is, an activity that is subordinate to the municipality, and municipal employees receive financial support from the local budget. It follows that a municipal employee is a citizen of the Russian Federation, who holds the position in accordance with the procedure established by federal legislation and the legislation of the subjects of the federation. And also included in the staff of positions, in the structure of the municipal administration, and having a qualification category (special rank, rank, rank, degree, class). Concluded with a government agency labor contract who performs the functions and powers granted to him, receives a financial allowance and has a state-guaranteed social and legal status.

The need for legal regulation of relations in the field of municipal service and the establishment of the legal status of municipal employees, that is, persons holding full-time municipal positions in local governments and other bodies formed by them, is long overdue. The status of a municipal employee, along with the status of civil servants, is determined by federal legislation, as well as the legislation of the subjects of the federation.

It seems that municipal employees in their legal status cannot differ from civil servants, since the rights, duties, responsibilities, terms of reference, types of service, entry into the service and termination of service relations, and so on, are exactly the same. In other words, the traditional elements of the status of a civil servant are also inherent in the municipal one. But, with all this, municipal employees have their own laws.

2. ANALYSIS OF THE ACTIVITIES OF THE ADMINISTRATION OF THE NORTHERN DISTRICT OF THE ORENBURG REGION

2.1 Characteristics of the organization of the activities of the Administration of the Northern District

The Administration of the Northern District is the executive and administrative body of the local government of the Northern District, endowed with the authority to resolve issues of local importance and the authority to exercise certain state powers transferred to the local governments of the Northern District by federal laws and laws of the Orenburg region.

The legal basis for the activities of the Administration of the Northern District is the Constitution of the Russian Federation, the legislation of the Russian Federation and the Orenburg Region, the Charter of the Municipal Formation of the Northern District of the Orenburg Region, legal acts of the Council of Deputies of the Northern District, the Head of the Northern District, the Administration of the Northern District, this Regulation.

The Administration of the Northern District and the Head of Administration are accountable to the Head of the District and the Council of Deputies of the Northern District.

The district administration is headed by the head, who is appointed and dismissed by the head of the district on the terms of a fixed-term employment contract.

During the absence of the head of the district administration (vacation, business trip, illness, etc.), his duties are performed by the first deputy or one of the deputies in accordance with the distribution of duties.

Appointment and dismissal of deputy heads of the district administration, heads of subdivisions of the district administration are made by the head of the district administration.

The administration of the Northern District has the rights of a legal entity, has an independent balance sheet, a personal account, an estimate of income and expenses, a seal, stamps and letterheads with its name, accounts in banking institutions, is endowed with the necessary property in the prescribed manner, and is financed from the local budget.

The administration of the Northern District, independently or through its bodies, has the right to acquire or exercise property and personal non-property rights and obligations, and to appear in court.

The structure of the Northern District Administration includes:

1. Independent structural subdivisions of the Northern District Administration:

1.1. Financial Department of the Northern District Administration;

1.2. Department of Social Protection of the Population of the Administration of the Northern District;

1.3. Department of Culture of the Northern District Administration;

1.4. District Department of Education of the Administration of the Northern District

2. Structural divisions of the Northern District Administration:

2.1. Department of Agriculture of the Northern District Administration;

2.2. Department of Economics;

2.3. Municipal Property Management Committee

2.4. Department of Architecture and Construction

2.5. organizational department;

2.6. Civil Registry Department;

2.7. Archival department.

Independent structural subdivisions of the Northern District Administration:

1. Independent structural subdivisions of the Administration of the Northern District are the subjects of administration of the Northern District, which have executive and administrative functions in a certain area or industry municipal economy, endowed with the rights of a legal entity. Independent structural subdivisions are local self-government bodies.

2 Independent structural subdivisions of the Administration of the Northern District, endowed with separate functions of management objects in a particular sector of the economy, are the governing bodies of the relevant sectors of the economy.

They may manage municipal enterprises and institutions, other municipal facilities.

3. Reason for state registration independent structural divisions Administration of the Northern District as legal entities is the decision of the Council of Deputies of the Northern District on the establishment of these independent structural units and the approval of the Regulations on them. The property is assigned to them on the basis of operational management rights.

4. As part of independent structural subdivisions of the Northern District Administration, departments, departments and sectors can be formed.

5. The structure, procedure of activity, powers of independent structural subdivisions of the Administration of the Northern District are determined by the Regulation approved by the Head of the Administration of the Northern District.

6. Independent structural subdivisions of the Administration of the Northern District independently resolve issues within their jurisdiction, manage enterprises and institutions subordinate to them, subject to the guarantees of their independence established by law.

7. Independent structural subdivisions of the Administration of the Northern District are subordinate to the Head of the Northern District and the Head of the Administration of the Northern District, and their leaders are accountable and responsible for their activities to them.

Independent structural subdivisions of the Administration of the Northern District, which perform certain state powers, are controlled in accordance with the legislation by state authorities in terms of the implementation of their powers.

8. Independent structural subdivisions of the Administration of the Northern District are headed by leaders, on the principles of unity of command, who issue orders in order to exercise their powers.

Structural divisions of the Northern District Administration:

1. Structural subdivisions of the Administration of the Northern District - sectoral (functional) subdivisions that do not have the rights of a legal entity, endowed with executive and administrative functions in a certain area or sector of the economy of the Northern District.

2. Structural subdivisions of the Administration of the Northern District on matters of their jurisdiction carry out:

2.1. Organization of execution and enforcement of federal and regional legislation, decisions of the Council of Deputies of the Northern District, orders of the Administration of the Northern District on local issues.

2.2. Organization of the execution of state powers transferred to local governments of the Northern region by federal laws and laws of the Orenburg region.

2.3. Preparation of draft decisions of the Council of Deputies of the Northern Region, orders of the Head of the Northern Region, Head of the Administration of the Northern Region.

2.4. Other powers provided by the Charter of the Northern District, the regulation on the structural unit.

2.5. Structural subdivisions of the Administration of the Northern District are subordinate to the Head of the Northern District and the Head of the Administration of the Northern District, and their leaders are accountable and responsible for their activities to them.

3. The system of structural subdivisions of the Northern District Administration includes departments.

4. The structure, procedure for activities and powers of the structural subdivisions of the Administration of the Northern District are determined by the Regulation approved by the Head of the Administration of the Northern District.

2.2 Analysis of the personnel situation in the administration of the Northern District

In 2009, there were 32 municipal employees in the administration of the Northern District in the municipal service. Table 2.1 analyzes the qualitative composition of municipal employees of the administration. The table shows that in 2009 specialists with technical education prevailed - 37.5%, economic - 31.2%, legal and humanitarian education - 15.6% each. In addition, 87.5% (28 people) of municipal employees have higher education, 12.5% ​​(4 people) of employees have a secondary vocational education.

Table 2.1

Qualitative composition of municipal employees

	Type (eg) of education			Higher education (people)	Medium-spec. education (people)
	technical education
	economic Education
	legal education
	liberal education
				87.5%(28 people)	12.5%(4 people)

From this we can draw the following conclusion: the qualitative composition of the municipal employees of the administration of the Northern District is high and there should theoretically be no downtime in any business of one or another division of the administration, but in practice everything turns out differently.

In the course of the analysis, statistics on retired employees for 2006-2009 were determined. The results are shown in Figure 2.1. Basically, all layoffs are related to retirement. In general, staff turnover is minimal, from this we can draw some conclusions: stable wage, competent personnel management, satisfactory social and psychological climate.

Rice. 2.1 - Staff turnover for 2006-2009

Having considered Fig. 2.2. it is safe to say that the workers of mature age predominate, and there are too few young professionals. This is primarily due to the lack of prospects of the area for the development of young professionals. The area is rural, thus there is a constant outflow of young professionals to more promising ones for development big cities. This is also due to the low staff turnover in the administration, and in those rare cases when a vacancy opens, the applicant already exists and it is already known in advance who will take a place in the ranks of the municipal employee.

Figure 2.2 - age data of the Administration of the Northern District

Table 2.2. shows the number of men and women in the administration.

Table 2.2

Gender composition of the Northern District Administration

As a result of the analysis of the personnel policy of the administration of the Northern District, the following problems can be identified:

Inadequate qualifications of municipal employees (lack of specialists in the field of municipal administration, employees have higher education in other areas);

The problem of the age structure of employees (the predominant share of employees aged 40 to 60 and over);

2.3 Assessing career opportunities in the administration of the Northern District

Consider the career growth of the deputy head of administration, head of the administration of the Northern District.

In 2006, he entered the municipal service in the organizational department as a chief legal specialist. During the work he showed himself only on the positive side. It notes such qualities as: sociability, diligence, perspective and the ability to convince others.

In 2007, he successfully passed the certification, after which he received a class rank - municipal councilor of the 3rd class.

In 2010, after the change of power in the administration, he was appointed to the position of head of the administration apparatus.

Another example of career growth in the administration of the Northern District, head of the economics department.

In 2004, she entered the municipal service as a leading specialist in the economics department. In the same year, she was awarded the class rank - councilor of the municipal service of the 2nd and 3rd classes.

In 2005, for excellent municipal service, he was awarded the class rank - councilor of the municipal service of the 1st class.

In 2006, after successfully passing the qualification exam, he occupies the main position in the department of economics, after which he is awarded the class rank - municipal councilor of the 3rd class.

At the beginning of 2010, after another successful attestation and excellent performance in work, they are assigned the class rank - municipal councilor of the 2nd class.

3. IMPROVING THE CAREER GROWTH OF THE MUNICIPAL EMPLOYEE

3.1 Solving personnel problems in the administration of the Northern District

municipal employee career administration

During the analysis of the personnel policy of the Administration of the Northern District, I identified two important problems:

1) the problem of the age structure of employees;

2) inadequate qualifications of employees.

The first problem, as we already know, is connected with the lack of prestige of service in local governments, weak motivation of the administration, as a result of which young economists, lawyers, sociologists and other specialists choose to work in the commercial sector. Thus, there is an outflow of young specialists from the region to more promising cities. Consequently, increased attention to the motivation of managerial work activates the influx of young specialists into the municipal service.

Motivation involves action financial incentives and social support. At present, the basis of financial incentive mechanisms is the question “How much to pay a municipal employee?”, I believe that the question should be “What to pay a municipal employee for?”. It is necessary to create conditions so that the administrative worker understands that his work, in particular the initiative in the implementation of strategic tasks, will be appropriately rewarded.

Providing social guarantees for municipal employees, in my opinion, involves two directions.

Firstly, it is concern for the health of the municipal employee. It is necessary to ensure medical examination of employees and provide them with sanatorium-and-spa treatment. It is also possible to purchase medical insurance policies with an extended package of services. In order to ensure not only physical, but also psychological health, it is advisable to organize a room for psycho-emotional unloading under the administration.

Secondly, it is the improvement of housing conditions or the provision of temporary housing for the period of service in local governments. To attract or encourage valuable professionals, partial support for the participation of employees in individual housing programs is possible.

You can also solve this problem by training in the target area. According to the law of 2004, targeted training of specialists is carried out at the request of municipalities at the expense of the federal budget. A commission is being created to find out exactly what kind of specialists the enterprises of the region need and accumulate this information. The municipality also finds applicants for targeted places. Work closely with the schools of the district and train future specialists at the expense of the federal budget. This will good example for other institutions and enterprises of the district in order to rejuvenate personnel. From this follows many positive features not only for the administration, but also for the region as a whole, one of them is the influx of young people and, accordingly, an increase in the birth rate. For your information, only one municipal institution, namely the central district hospital.

In solving the second problem, I consider the most important:

First, targeted education. As mentioned above, this is the training of specialists at the expense of the federal budget. This shows that these two problems are interrelated.

Secondly, the problem is solved due to the qualitative certification of municipal employees. In the administration of the Northern District, certification of municipal employees has a number of disadvantages:

Irregularity of certification;

Evaluation of those being certified only according to formal criteria (education, work experience);

· a small percentage of municipal employees sent on the basis of the results of certification for retraining and advanced training, as well as enrolled in the reserve for promotion.

To eliminate these shortcomings, it is necessary to exclude the attitude to attestation as a formal event. This, in turn, requires the use of a wider arsenal of quantitative and qualitative assessment methods for certification.

3.2 Professional training as a way to improve the career growth of a municipal employee

The transition from various forms of vocational training to the improvement of its content is becoming relevant today. But, first of all, it is necessary to take a more differentiated approach to the selection of students for training in various programs, taking into account the requirements for the position held and opportunities. career advancement. The development is also important. individual plans professional training for both listeners who are qualified to carry out the assigned functions, and for employees (especially newly elected heads of municipalities) who do not have necessary knowledge, experience in the field of state and municipal management.

In order to improve professional training, it is necessary to analyze the effectiveness of training, retraining and advanced training programs, to revise the content of training courses and programs in order to make them more practical. Determining the elements necessary for the training of state and municipal employees, in addition to those that they have in basic education, it is necessary to highlight:

- practical and adapted knowledge of specific elements of management: management of finances, material, human, intellectual and temporary means

- a broad professional culture that goes beyond the required competencies

- personal deepening of knowledge of the system of universal communications

- competence in a specific field of activity

- ability to use all resources of computerization and modern information technologies.

In order for the head of the highest and middle rank in the system of state and municipal service to learn to think correctly and reason reasonably, courses in logic and even philosophy, penetration into the deep principles of law, economics, psychology, etc. are necessary. Professional retraining is also useful for narrowly focused training, and in this regard, the main task is to select students when forming groups according to the nature of the activity (close or interacting), and the curriculum should provide for the study of practical experience - i.e. introduction of an internship system. Advanced training - short-term courses currently being held for those categories of employees who cannot be included in training and retraining programs, it is also necessary to provide and make part of the programs as additional training in specific areas of work based on knowledge already gained in other programs. This is also relevant when forming the composition of participants in problematic seminars.

In working with municipal services to provide methodological assistance, it is also necessary to move from control over the organization of ongoing seminars and one-time visits upon request to identifying priority problems, selecting teams to study them and develop a strategy for the development of each territory.

However, it should be noted that no single type of training is sufficient, although each has its own impact. Training in the form of specialized courses, not integrated programs loses its important task - to induce in students (state and municipal employees) the desire for self-improvement, adapted to their own needs, which is possible only when passing through a clearly defined sequence of stages of training, and which generally changes thinking, approaches to assessing real situations, vision of prospects. On the other hand, it is to be feared that the stages of preparation, absorbed one after the other, will remain practically external or merely incidental. Therefore, it is necessary to further develop all forms of education, improving the content, individually approaching each one, taking into account the prospect of its use in the state and municipal service.

At the same time, education in itself cannot be effective without a system of personnel work as a whole. Professional training should be preceded by a lot of work on qualitative assessment personnel. We need professiograms for all categories of employees, positions of administrative activity, which are compiled on the basis of performance appraisal, and then - a staff assessment, and not formal, but specifically for professional suitability. And only according to the results of a professional assessment, the form of training is determined: advanced training, retraining in the case of a high assessment of intellectual and organizational skills as well as moral qualities. In this case, it is necessary to take into account:

- personal needs of students in professional training;

- possible promotion;

- the needs of the governing body in certain specialists.

Professional training must be taken into account when planning a career, career advancement.

For effective career growth of municipal employees of the Administration of the Northern District, I consider it right to send them to special courses at the Orenburg State University to improve in their work and the competence of their position. The duration of the courses is 72 hours (18 days). At the end of the training course, an exam is held in the form of a test and several situational tasks, after which the percentage score of the exam is calculated and a characteristic is written for a municipal employee.

Course costs:

The amount of courses - 10000 thousand / rub.

Accommodation in a hostel - 150 rubles / day - the entire cycle of residence - 21 * 150 \u003d 3150 thousand / rubles.

Meals - 200 rubles / day - the entire food cycle - 21 * 200 \u003d 4200 thousand / rubles.

Travel - 1000 rubles

Sob \u003d 10000 + 3150 + 4200 + 1000 \u003d 18350 thousand / rub.

The effectiveness of this event is due to the fact that the lecture information is presented in such a way that even a lazy specialist will be interested. I believe that if a municipal employee is interested in his career growth, then he will listen to lectures with great attention and interest and thereby improve in his business.

CONCLUSION

In the course of writing a course project, I determined that municipal employee is a citizen of the Russian Federation who has reached the age of 18, performing, in the manner prescribed by the charter of a municipal formation in accordance with federal laws and laws of a constituent entity of the Russian Federation, duties in a municipal position of a municipal service for a monetary reward paid at the expense of the local budget.

In the course of the analytical study, several problems were identified related to the personnel policy in the Administration, thereby affecting the career growth of a municipal employee.

In the project part of the course project, I proposed measures to overcome these problems and calculated the economic efficiency of the career growth of a municipal employee.

Hence, I concluded that the main factors for the advancement of municipal employees on the career ladder are motivation, training and retraining and special courses for advanced training.

Thus, we can conclude that budgetary funds are spent on the professional training of state and municipal employees, and, realizing that the most profitable investment is an investment in personnel training, we believe that the efficiency of applying the acquired knowledge remains no less important. It is possible to achieve the effectiveness of professional training of municipal employees only by defining the principles and priorities of personnel policy and skillful management personnel potential region, thereby increasing the efficiency of the functioning of the municipal service.

Career is a complex, multifaceted phenomenon, which is a process of job, professional and socio-economic development of an individual, expressed in the development of a career space, or in advancement in a specific career environment and based on potential opportunities, continuous education and motivational processes. A career is associated not only with climbing the career ladder (position growth), but also with professional development, expressed in the training and self-study of an individual, the desire to improve their knowledge, skills and abilities to maintain competitiveness in the labor market.

With a change in political, economic, legal conditions in Russia, local self-government is being revived. And now, in local self-government bodies, municipal employees occupy positions, which structurally represent a special group of employees.

List of used literature

1. Federal Law "On the General Principles of the Organization of Local Self-Government in the Russian Federation" dated 06.10.2003 No. 131-FZ

2. The system of municipal government: Textbook for universities. 4th ed. / Ed. V.B. Zotov. - St. Petersburg: Peter, 2008. - 512 p.

3. The Constitution of the Russian Federation of 1993

4. Federal Law of July 31, 1995 No. 119-FZ “On the fundamentals of the public service of the Russian Federation” (as amended on May 27, 2003).

5. Postovoy NV Municipal law. Textbook. M., 2006, p. 350.

6. Zamotaev A. A. Local self-government: basic concepts and terms. M., 2004, p. 400.

7. On the municipal service in the Russian Federation: Federal Law of March 2, 2007 No. 25-FZ // Russian newspaper dated March 7, 2007 No. 47.

8. Vasiliev M. A. Local self-government. M., 1998, p. 512.

9. Sleptsov N.S. Problems of formation of the state regional system of training, retraining and advanced training of civil servants//Sociological support of public service. - M.: RAGS, - 2004. - No. 10.

10. sociological research in the system of public service, 2002-2004: Information and analytical materials of the department of state. service and personnel policy of the RAGS under the President of the Russian Federation. M., 2004.

11. Sociological sketch of a collective portrait of civil servants // Sociology of power. 2004. No. 1.

12. Toropin A.Ya. The principle of professionalism of a civil servant of the Russian Federation: theoretical and legal characteristics / A. Ya. Toropin / / Regionology. -1999. - No. 2. - P. 48-53.

13. Turchinov A. The professionalism of a civil servant should be constructive: [Conversation with the head. department of state service and frame. policy of the RAGS A. Turchinov / Vela O. Chernysheva] / A. Turchinov // State. service. - 2001. - No. 3. - S. 101-112.

14. Unpeleva A.A. Institute of Ethics of a Public Servant / A. A. Unpeleva // Power and Upr. in the East of Russia. - 2004. - No. 1. - S. 128-129.

15. Skrypnik K. D., Mokryanin M. N., Vorobey L. V., Shevchenko M. V. Management activities: decisions, trainings, assessments. - M.: Prior, 1999. - 128 p. - 20-90.

16. Skripnik K. D., Gergelev A. E., Kutasova T. L. et al. - M.: PRIOR, 1999. - 192 p. - 24-90.

17. Fedulov Yu.G. Automated systems organizational management. -- M.: RAGS. -- 2004.

18. Chahireva T.N. Development of a methodology for personal assessment of civil servants: Abstract of the thesis. dis. ... cand. tech. Sciences / T. N. Chakhireva; Northwest acad. state services. - St. Petersburg, 2002. - 20 p. - B.c.

19. Shkaratan O.I. Russian culture of labor and management / OI Shkaratan // Society. science and modernity. - 2003. - No. 1. - S. 30-54.

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21. Shmarkovsky L.Ya. The image of a civil servant and the media / L. Ya. Shmarkovsky // Sociology of power: Inform.-analit. bul. / RAGS. - 2003. - No. 2/3. - S. 193-213.

22. Shuvalova N. Does loyalty mean fidelity? / N. Shuvalova// Personnel Service and Personnel. - 2004. - No. 1. - S. 39-42.

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